People from South Carolina

195 quotes found

"The Green Beret... proudly worn by the United States Army Special Forces... and acclaimed by our late President, John F. Kennedy, as "a symbol of excellence, a badge of courage, a mark of distinction in the fight for freedom..." In Vietnam the men of Special Forces were the first to go. They frequently fought, not in great battles with front-page attention, but in places with foreign sounding, unknown names; and often times no names at all. One such place was Nam Dong. In July of 1964 this Special Forces Camp, in the jungle-clad mountains near the Laotian border, came under a fierce attack. It was the first time that regular North Vietnamese Army forces joined the Viet Cong in an attempt to overrun an American outpost. The North Vietnamese reinforced battalion of eight hundred men was determined to eliminate this camp- an impediment to their further infiltration down the Ho Chi Minh trail from Laos to the south of Vietnam. Roger H.C. Donlon, then a captain and, commander of Special Forces Detachment A-276 at Camp Nam Dong along with his brave twelve-man team, 60 Nungs and 100 loyal Vietnamese successfully defended the camp. For their valor two of his sergeants were posthumously awarded the Distinguished Service Cross. Four other team members were awarded Silver Stars, and five more Bronze Stars with V for valor. Roger Donlon was the first soldier I recommended to receive the Medal of Honor for heroism which was later presented to him by President Lyndon Johnson. He was the first soldier of the Vietnam War to receive this award. "Beyond Nam Dong" is his personal story... from his scouting days as a boy in upstate New York, through the Vietnam conflict, to his present efforts at reconciliation. It is the inspiring story of a courageous soldier and patriot."

- William Westmoreland

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"Serving one's country as a military man is rewarding experience. It is nevertheless a life of constraint. A military man serves within carefully prescribed limits, be it as enlisted man, junior officer, battalion commander, division commander, even senior field commander in time of war. The freedom to speak out in the manner of the private citizen, journalist, politician, legislator has no part in the assignment. Perhaps this is one reason why generals who have hung up their uniforms traditionally turn to the pen, seek an opportunity for free expression that they have long denied themselves, to report to the people they have served. In these pages I have tried to exercise that prerogative that in the end is mine, while at the same time seeking to make an objective and constructive contribution to the history of a dramatic era. In the idiom of the time, I have tried to tell it like it was. This is my personal story, yet inevitably it represents more than that; for my story is inextricably involved with the stories of those who served with me during thirty-six years in the United States Army- from wooden-wheeled artillery to antiballistic missile, from horse to spaceship, from volunteer army to draftee army in three wars and back to volunteer army. My story is particularly involved with the stories of those who served with such valor and sacrifice in the Republic of Vietnam. My hope is that in telling my story I have in some manner done justice to theirs, that I have to some degree contributed to an appreciation by the American people of arduous, imaginative, valiant service in spite of alien environment, hardship, restriction, frustration, misunderstanding, and vocal and demonstrative opposition."

- William Westmoreland

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"An officer corps, my West Point education emphasized, must have a code of ethics that tolerates no lying, no cheating, no stealing, no immorality, no killing other than that recognized under international rules of war and essential for military victory. Yet I also learned to my chagrin that there are those who fail the standards and that the code must be constantly policed. I saw failures at West Point, and for all my preventive efforts, I also saw failures among those who subsequently served under my command. Yet if an officer corps is to serve the nation as it should, firm dedication to a high moral code must always be the goal. One of the most exciting events of my plebe year was the commencement address by the Army Chief of Staff, General MacArthur, who was much as any man extolled such a code. Already a distinguished soldier even before World War II and the Korean War, General MacArthur spoke at a time when pacifism and economy imperiled the military services and the nation's security. While warning against misguided pacifism and politically inspired economy, he spoke of West Point as "the soul of the Army". "The military code that you perpetuate," he said, "has come down to us from even before the age of knighthood and chivalry. It will stand the test of any code of ethics or philosophy.""

- William Westmoreland

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"Those of us in the military may have even underestimated the degree of support the American people still afforded the military, for a recent public opinion survey revealed that the military services are among the public institutions that the people trust most. For one looking back on thirty-six years of service in the United States Army, that is a rewarding thought. So, too, I am struck, upon reflection, by the unprecedented changes that occurred during those thirty-six years. From the World War I Stokes mortar and the Model 1897 French 75 artillery piece to sophisticated guided missiles; from the model 1902 rifle to the M-16; from carrier pigeons and Morse code telegraphy to walkie-talkies, computers, and sensors; from a private's pay of $21 a month and a second lieutenant's of $125 to today's private's pay of $344 a month and today's second lieutenant's of $634; through three wars and a number of police actions; from volunteer army back to volunteer army; and from isolationism to multiple international commitments. As one in the middle of the changes at various levels of command responsibility, I have always been impressed by the loyalty, flexibility, durability, and overall effectiveness of the United States Army. The traumatic experience of Vietnam was no exception."

- William Westmoreland

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"Both Abrams and Westmoreland would have been judged as authentic military "heroes" at a different time in history. Both men were outstanding leaders in their own right and in their own way. They offered sharply contrasting examples of military leadership, something akin to the distinct differences between Robert E. Lee and Ulysses S. Grant of our Civil War period. They entered the United States Military Academy at the same time in 1932- Westmoreland from a distinguished South Carolina family, and Abrams from a simpler family background in Massachusetts- and graduated together with the Class of 1936. Whereas Westmoreland became the First Captain (the senior cadet in the corps) during their senior year, Abrams was a somewhat nondescript cadet whose major claim to fame was as a loud, boisterous guard on the second-string varsity football squad. Both rose to high rank through outstanding performance in combat command jobs in World War II and the Korean War, as well as through equally commendable work in various staff positions. But as leaders they were vastly different. Abrams was the bold, flamboyant charger who wanted to cut to the heart of the matter quickly and decisively, while Westmoreland was the more shrewdly calculating, prudent commander who chose the more conservative course. Faultlessly attired, Westmoreland constantly worried about his public image and assiduously courted the press. Abrams, on the other hand, usually looked rumpled, as though he might have slept in his uniform, and was indifferent about his appearance, acting as though he could care less about the press. The sharply differing results were startling; Abrams rarely receiving a bad press report, Westmoreland struggling to get a favorable one."

- William Westmoreland

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"In 1967, the problem of "ghost effectives" (unit commanders reporting imaginary soldiers to pocket their salaries) was so serious that, under American instigation, the ARVN Inspector General was instructed to inspect the effective forces of different units selected at random. One day, it was decided that the 15th Regiment of my division was to be inspected at Long Xuyen Province. Lt. Gen. Nguyen Van La, the Inspector General, was accompanied by a U.S. brigadier general acting as a liaison officer with the Vietnamese Joint General Staff. The purpose of the inspection was to determine whether the number of troops corresponded to the regiment's reported effective. The U.S. general, however, displaying supreme arrogance, made comments about the physical presentation of the regiment, which, by the way, had returned from an operation the day before. He pulled the soldiers' hair which, he commented, was too long or the uniforms, which, he said, missed a couple of buttons. He acted like a commander inspecting his troops in a parade, and as though General La and I were his subordinates or we did not exist at all. I took General La aside and suggested that the American general be advised that he had overstepped the boundary of his authority and decency, and that he should stop his uncalled-for behavior at once. A few months after that incident, Nyguyen Cao Ky told me during a meeting at IV Corps Headquarters at Can Tho, that General Westmoreland had informed him that I had become "anti-American.""

- William Westmoreland

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"One reason for the failure of Johnson's Vietnam policy was the inherent unworkability of U.S. military strategy. The gradual escalation of the U.S. bombing campaign allowed the North Vietnamese sufficient time to disperse their population and resources and to develop an air defense system that would destroy a large number of U.S. aircraft. Moreover, the U.S. Army never developed a consistent strategy for stopping the infiltrations of regular North Vietnamese units and supplies into the South. General Westmoreland's search-and-destroy strategy was designed primarily to protect the cities of South Vietnam while killing as many Vietcong as possible. Westmoreland grossly miscalculated North Vietnam's willingness to suffer huge losses in manpower as well as its capacity to replace those losses. An estimated 200,000 North Vietnamese males reached draft age each year, far more than U.S. forces could kill. North Vietnam was able to sustain its war effort by drawing on both Soviet and Chinese military and economic assistance. With the Sino-Soviet split deeper than ever, even after Krushchev's demise, both communist powers tried to outdo each other in helping North Vietnam. Their combined assistance between 1965 and 1968 exceeded $2 billion, an amount that more than offset the losses North Vietnam suffered from U.S. bombing. In addition, between 1962 and 1968 approximately 300,000 Chinese soldiers went to North Vietnam, 4,000 of whom were killed. Though not participating in ground combat, they helped operate antiaircraft weapons and communications facilities."

- William Westmoreland

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"With no prospect of either a military or diplomatic end to the war, the carnage inevitably grew. By late 1967 the number of U.S. military personnel killed in action reached 13,500. Many Americans were wondering if the war was worth the mounting deaths that were so vividly displayed on the nightly news. Slowly, American public opinion turned against the administration. College students in particular became bitter opponents of the war. But the opposition to the conflict also increased in Congress, with Senators William Fulbright (Dem.-Ark.) and Wayne Morse (Rep.-Ore.) leading the attack, bringing to a standstill legislative progress on Johnson's cherished great society program. By 1967 growing demonstrations against the war and vicious personal criticism of the president had made Johnson a virtual prisoner in the White House. The increasing unpopularity of the war, however, did not sway Johnson from his goal of preserving a noncommunist South Vietnam. For the president in 1967, there was no acceptable alternative but a continuation of the war. Accordingly, in August 1967 he approved General Westmoreland's request for an additional 45,000-50,000 troops, but he imposed a new ceiling of 525,000 military personnel, a level that was not surpassed for the remainder of the war. In November 1967 Westmoreland assured Johnson that the United States was "turning the corner" in Vietnam."

- William Westmoreland

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"In reference to dealing with black issues and dealing with issues that plague those minority communities, Donald Trump doesn't have a racist bone in his body. I know what real racism is. And Donald Trump is so far from it. Talking to him and his wonderful wife and his children is like hanging out with some friends of mine that are black … He's just that kind of a person. He is not uneasy around you. He's very relaxed...When Donald Trump talks about 'the blacks' he's talking about the blacks, the group as a whole. He's talking about the groups...No, it doesn't bother me, because I know Donald Trump. I know who he is. I know he is not at all speaking in any derogatory sense at all. He's simply talking to that ethnic group, the blacks or the whites...Even with a sitting black President, the racial tension in this country is at an all-time high. And I believe it's led by the Democratic party and led by President Barack Obama, and obviously Secretary Clinton desires to continue that torch, which I believe will lead us more and more into economic destruction, especially for minorities in this country...I have not experienced racist tension from Donald Trump. I'm from the South. Literally right over the next county, there are active KKK groups that parade their rebel flag on a daily basis...This is in 2016. Right now, today, with a sitting black President. So I know what real racism looks like. And it is not Donald Trump...Does he want it (ex-KKK leaders endorsement)? He said, 'No, I don't want it, I don't accept it.' … He doesn't stand for any hate groups, whether it be a Christian hate group or an Islam hate group. He's already stated this. Mr. Trump has already stated that there was a technical issue in the earpiece.I'm in television; I own a TV studio. I do know how technical issues can cause you to miss out on what someone is saying."

- Mark Burns (televangelist)

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"Sergeant First Class Thomas P. Payne distinguished himself by conspicuous gallantry and intrepidity, above and beyond the call of duty, on October 22, 2015, during a daring nighttime hostage rescue in Kirkuk Province, Iraq, in support of Operation INHERENT RESOLVE. Sergeant Payne led a combined assault team charged with clearing one of two buildings known to house the hostages. With speed, audacity, and courage, he led his team as they quickly cleared the assigned building, liberating 38 hostages. Upon hearing a request for additional assaulters to assist with clearing the other building, Sergeant Payne, on his own initiative, left his secured position, exposing himself to enemy fire as he bounded across the compound to the other building from which entrenched enemy forces were engaging his comrades. Sergeant Payne climbed a ladder to the building’s roof, which was partially engulfed in flames, and engaged enemy fighters below with grenades and small arms fire. He then moved back to ground level to engage the enemy forces through a breach hole in the west side of the building. Knowing time was running out for the hostages trapped inside the burning building, Sergeant Payne moved to the main entrance, where heavy enemy fire had thwarted previous attempts to enter. He knowingly risked his own life by bravely entering the building under intense enemy fire, enduring smoke, heat, and flames to identify the armored door imprisoning the hostages. Upon exiting, Sergeant Payne exchanged his rifle for bolt cutters, and again entered the building, ignoring the enemy rounds impacting the walls around him as he cut the locks on a complex locking mechanism. His courageous actions motivated the coalition assault team members to enter the breach and assist with cutting the locks. After exiting to catch his breath, he reentered the building to make the final lock cuts, freeing 37 hostages. Sergeant Payne then facilitated the evacuation of the hostages, even though ordered to evacuate the collapsing building himself, which was now structurally unsound due to the fire. Sergeant Payne then reentered the burning building one last time to ensure everyone had been evacuated. He consciously exposed himself to enemy automatic gunfire each time he entered the building. His extraordinary heroism and selfless actions were key to liberating 75 hostages during a contested rescue mission that resulted in 20 enemies killed in action. Sergeant First Class Payne’s gallantry under fire and uncommon valor are in keeping with the highest traditions of military service and reflect great credit upon himself, the United States Special Operations Command, and the United States Army."

- Thomas Payne (soldier)

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